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1、83BUSINESS PROCESS DESIGN METHODOLOGY GUIDESECTION FIVESECTION 5 ENGAGEMENT TYPE 2: STRATEGIC DESIGNSTRATEGIC DESIGNThe aim of strategic design is typically to significantly change the business process in one or more business units or functional areas. Capability elements may also be considered at p
2、oints where they directly impact the business process. The engagement is staffed with a small team of practitioners who work on it for the entire duration. (Figures 5.1, 5.2)Figure 5.1 Strategic Design Activity SetsFigure 5.2 Strategic Design Engagement LifecycleACTIVITY SET 1.0 SET COURSEThe primar
3、y objective for this activity set is to develop the Statement of Work (SOW) for the engagement. The primary source of information for the Set Course activity set is the client sponsor(s) and persons they designate. All of the activities in this activity set are important and all of them should be co
4、mpleted. The typical duration for this activity set for a Strategic Design Engagement is between one and two weeks. The sequence of activities is not rigid and actually much of the work can be done concurrently. Activity 1.1 Draft Statement of WorkThe primary objective here is to begin with the end
5、in mind. The development of the SOW should begin as soon as the engagement type selection is made. It is always developed in close association with the client sponsor and persons they designate. It is recommended that the practitioner draft a preliminary SOW very quickly and introduce the sponsor to
6、 its components. It is also recommended that all consultants involved in the engagement become familiar with the SOW early on. The importance of the SOW can not be overstated. It is the foundation for everything that comes after, it sets expectations and will continue to be a key reference through t
7、he engagement. The SOW is often a part of the engagement letter or the format may be specified in the master services agreement we have with the client. Though it is an engagement management tool and not a major deliverable, it is appropriate to treat it like one. Set a delivery date and complete it
8、 by that date and have the client sponsor commit to it. Get a clear mandate (the hammer) for the work that is to be done. This requires the practitioner to develop a clear understanding about the sponsors authority/power within the organization. The appropriate level of detail is determined by the p
9、ractitioner. The language in the SOW should be precise and clear. BearingPoints SOW template includes the following components: Start dates and end dates Definitions of key terms Assumptions Scope Objectives Overview of tasks to be performed by consultant Milestones/timeline Personnel (consulting) D
10、eliverable descriptions Location of performance of services Client obligations Consultant compensation (if it is to be included in engagement letter)Develop the SOW rapidly and bring closure to the effort so that all involved know it is finalized.GO TO EXAMPLES SECTION STATEMENT OF WORK, PAGE 262Act
11、ivity 1.2 Develop Governance StructureEven relatively small engagements should have precise and clear governance structures. It is developed jointly between the client sponsor and the practitioner. The level of detail and specificity of the document may vary but it should indicate who holds the mana
12、gement positions related to the engagement and give some indication what their level of authority is. It often takes the form of a simple organization chart but the practitioner may be better served using a picture that focuses on specific roles like the one below which was used on a recent design e
13、ngagement (Figure 5.3). The beauty of this type of diagram is that it indicates who the process owners are. The practitioner should also include brief descriptions of roles and responsibilities.Figure 5.3 Strategic Engagement Governance StructureActivity 1.3 Identify SMEs and Form Client TeamOnce th
14、e practitioner has a clear picture of the deliverables that must be developed, they should identify the key subject matter experts within the client organization who will help initiate the collection of operational information that will be required during subsequent activity sets. Generally the spon
15、sor will designate an individual to assist the practitioner with SME identification and initial contact. Use the SOW deliverables list to create a checklist of the areas of interest that must be represented.It may or may not be necessary to form a dedicated client project team for a strategic engage
16、ment. It is up to the practitioner to decide if the scope of the work, the relationship with the client and the culture of the client organization make it necessary or not. It may be appropriate when a high level of coordination and early buy-in are required or when a number of different poorly connected functional areas are involved. Client project teams can have an adverse impac
